Ensure that your business has a learning culture and that leaders, managers and people at all levels have the right mindsets, habits and behaviours to succeed.
The Performance Potential Index is a measure of a person’s tendencies against five key Behavioural Competencies. Together, these collectively provide the mindset, agility and operational effectiveness required for high performance in today’s volatile, uncertain, complex and ambiguous (VUCA) working environment.
The five Behavioural Competencies in the Performance Potential Index are:
We have skilfully designed a series of highly interactive and insightful programmes that identify strengths and potential blindspots in behaviour in relation to each competency. In addition to identifying our normal, habitual behaviour patterns, they also raise awareness and understanding of the ways in which our behaviours change in times of stress. These unique workshops increase self-awareness at a profound level and motivate participants to improve and develop new behaviours that will make them even more effective at work, especially during challenging times.
This series of Programmes can be delivered in a variety of formats from an introductory two-hour interactive webinar, to a full programme over three weeks with three 2.5 hour modules and independent learning in between the modules.
All our trainers are expert on-line facilitators who create highly interactive and engaging learning experiences for every participant.
When social distancing is no longer required we will resume in-house training with full-day workshops if requested.
The workshops explore several tensions that exist within each Behavioural Competency and each workshop identifies the four key paradoxes that need to be balanced in order to remain highly effective in that particular competency. At Talent 4 Performance we see a paradox as having two opposing or contradictory traits or behaviours that are in fact complementary, yet when they come together are synergistic.
This means developing a ‘Both/And’ mindset rather than getting stressed by the typical dilemma of having to choose ‘Either/Or’. For example, every parent understands the concept of ‘tough love’, the need to impose discipline as well as unconditional love.
The workshops are highly interactive and deeply insightful. All participants complete a Harrison Work Preferences Questionnaire prior to attending, which takes around 20 minutes. During the programme they will each receive their own Behavioural Competency report relevant to the workshop and a workbook that provides even deeper insights. The report specifies the essential and desirable traits for effective performance, as well the traits that can undermine performance, including those which appear under stress. The workbook highlights genuine strengths and potential blindspots through a number of interactive exercises.
Once they are equipped with these unique insights, participants can explore and discuss the mindsets, habits and behaviours they need to adjust in order to become even more effective. We also gather some collective data from within the group to explore how much balanced versatility and behavioural flexibility there is in the group.
The workshops are based on the philosophy that awareness enables and motivates change. When the brain can label and categorise specific behaviours as separate from our personality, we are less attached to them and they become easier to change. Our current behaviours are not who we are. They are simply a set of responses that we have developed due to the specific contexts of our work and life experiences. When it comes to behaviour, awareness is very powerful because it allows us to make different choices. This profound insight gives participants permission to let go of ineffective behaviours, and practise new and more effective ways of interacting with others.
The sudden increase in home and remote working is creating a lot of change for people and this workshop increases openness to change, and willingness to learn from adversity, while minimising distress and burnout.
There is a growing body of research showing that home working does not suit everyone.
According to the research and writings of Dr Carol S. Dweck, a Growth Mindset is based on the belief that you can develop your abilities and achieve high performance through practice, feedback from others, and learning from your mistakes. Individuals who believe their talents can be developed through their efforts, tend to achieve more than those with a fixed mindset (who give up easily, are defensive and fearful of failure).
Organisations of all shapes and sizes are becoming increasingly aware of the potential to improve leadership performance and nurture leadership potential, just by focusing on the development of a Growth Mindset. Educators in particular have seen the importance of a Growth Mindset in schools and are set to produce a new generation of young people with high expectations of their employers as they join the workplace over the coming years. Forward-thinking businesses are also seeing the potential benefits of this simple but powerful approach.
This is the foundation workshop in the series and a prerequisite for the others which can be selected as required.
The ever-increasing volatility, uncertainty, complexity and ambiguity in the business and economic environment means that our communication skills are being tested to the limit. Especially when the pressure is on in the workplace.
This programme explores the key mindsets, habits and behaviours of Constructive Conversations. This increased the ability to have constructive, learning focussed dialogue about difficult subjects in challenging circumstances. It’s about being able to articulate your thinking with confidence while being open to having your thoughts and opinions challenged. It is also about questioning the opinions of others in a way that avoids them being defensive, so you get the best quality of information available. This requires a fine balance between being frank and forthright as well as being diplomatic enough for your opinions to be heard and valued.
This workshop gives participants the opportunity to identify their natural tendencies and strengths, as well as exploring what they can do to begin exercising new behaviours that will help them increase their Conversational Capacity. It will raise awareness of the triggers that produce the fight or flight response which makes us emotional, reactive, pessimistic and illogical. It will also help participants become more mindful, courageous and humble in their approach to addressing the most difficult and important conversations.
There is an increasing demand on leaders to be accountable and to raise the accountability of their people. But what does this really mean?
If your people are not being accountable, it’s because you are not holding them to account. As a leader, you need a ‘firm-hand’ approach that is balanced by a supportive, compassionate and understanding relationship. This means being clear about what is required and expressing it explicitly. It also means upholding the rules and ensuring that people understand the consequences of failing to meet expectations, while maintaining caring and empathic rapport. This requires developing the mindsets, habits and behaviours that enable you to clarify expectations, build strong rapport with your people to achieve mutual benefit and communicate with respectful forthrightness.
The sudden increase in home and remote working is creating a lot of concern for many managers who are used to managing people with whom they share the same environment. Remote working requires more trust and a focus on outcomes rather than inputs or activity. This workshop explores the mindsets, habits and behaviours required for effective outcome-based management whether people are in the immediate environment or working remotely.
The ever-increasing volatility, uncertainty, complexity and ambiguity in our working lives means that we need to be very aware of the thinking traps and cognitive biases that can delude us and prevent us from making effective decisions.
Making effective decisions is a key skill for everyone in the workplace, from strategic leadership decisions to individual prioritising decisions. Effective decision-making includes making full use of the available facts and evidence, whilst drawing upon your relevant experience and knowledge. It requires a need to balance taking responsibility for decisions with involving people, gaining access to their ideas and experience and achieving greater buy-in. It is also critical to consider the strategic benefits of decisions, while identifying and managing the risks.
Being aware of how your brain works when it comes to making decisions can aid decision making and a number of the latest insights from the field of Applied Neuroscience will be shared with participants and combined with the personal insights gained from understanding the four paradoxes involved in this important Behavioural Competency.
In today’s complex working environment, the ever-increasing need for collaboration with internal colleagues and external partners means that people are pulled in many directions. Many people find themselves so busy completing tasks for others, that they feel stressed, and struggle to complete their own work, or make time for careful reflection and sound decision making.
A smart approach is required. This means developing mindsets, habits and behaviours that enable people to be helpful while asserting their own needs so they can make effective use of their time when working alone and with others.
This workshop will explore the four paradoxes that need to be balanced in order to remain personally productive while contributing to shared goals and outcomes. This involves contributing ideas and opinions while being genuinely open to the ideas of others. Seeking a balance of mutual benefit so nobody dominates a relationship or gets stressed by sacrificing their own needs. It also requires being very well organised and yet flexible enough to change when required and making the tough decisions while ensuring that people are involved and have the right level of buy-in.
MBA MCMI MIC
Alli brings over 20 years of experience supporting organisations to clarify and articulate their strategic direction, putting in place practical plans to transform performance and achieve their vision. She has the rare quality of being able to synthesise leading-edge thinking into practical approaches, enabling clients to address complex strategic challenges. Alli is highly effective at group facilitation and project management, drawing upon her blend of analytical and people skills, along with her experience in large-scale infrastructure projects.
FCIPD, MIoD
David has 30 years’ experience of working with senior leadership teams to ensure that shared values, clear communication and targeted development of people are the furnace that drives business success. He moved into the Learning and Development arena, inspired by the measurable results it can produce, after gaining valuable international management experience in the kitchens of 5 Star Hotels and Michelin Starred Restaurants. David has worked with all levels of management, across a broad range of sectors, designing award-winning and nationally recognised Management Development programmes.
Hopefully you’ve found lots of things to read on our website that have piqued your interest.
Please do get in touch to find out more about how we can help you achieve clarity, inspire your people, and improve performance.
You can either fill in this form
or call us on
You can follow us online:
This is a 30-minute call to understand your business context and how you would like to achieve clarity, inspire your people and improve performance.